Complete CGEIT Isaca Materials

The chief information officer (CIO) is the senior executive who is responsible for the achievement of IT strategic objectives. The IT strategic objectives are the high-level goals and priorities that guide the IT vision, mission, and value creation for the organization. The CIO is responsible for:

Developing and communicating the IT strategy and aligning it with the business strategy and objectives

Managing and delivering the IT solutions, services, and projects that support and enable the business needs, requirements, and value drivers

Leading and overseeing the IT functions, resources, and capabilities, and ensuring their quality, efficiency, and effectiveness

Monitoring and reporting the IT performance and outcomes, and ensuring their alignment with the IT strategic objectives and value drivers

Implementing and maintaining the IT governance framework, policies, standards, and practices

The other options are not correct. The IT steering committee is a group of senior executives and stakeholders who provide guidance, direction, and oversight for the IT strategy and initiatives, but not responsible for their achievement. The business process owners are the individuals or groups who have an interest or influence in the business processes that are supported or enabled by IT, but not responsible for the achievement of IT strategic objectives. The board of directors is the highest governing body of the organization that sets the vision, mission, strategy, and objectives of the organization, as well as oversees its performance and value creation, but not responsible for the achievement of IT strategic objectives.

 A cost-benefit analysis (CBA) is a process that’s used to estimate the costs and benefits of projects or investments to determine their profitability for an organization. A CBA is a versatile method that’s often used for business administration, project management and public policy decisions1. A CBA can help the CIO prioritize the improvement initiatives based on theirexpected value and feasibility, and justify the allocation of resources and funding for them. A CBA can also align the IT goals with the enterprise objectives and demonstrate the IT value delivery to the stakeholders2. References :=

2: CGEIT Exam Content Outline | ISACA

1: Cost-Benefit Analysis: A Quick Guide with Examples and Templates

Adopting wearable technology requires ensuring that IT’s infrastructure, processes, and standards can support the new initiative. The CGEIT Review Manual 8th Edition highlights that an enterprise architecture (EA) review is the best method to validate IT’s preparedness, as it assesses the alignment of IT capabilities with the requirements of new technologies.

Extract from CGEIT Review Manual 8th Edition (Domain 4: Strategic Management):"To validate IT’s preparedness for adopting new technologies, the CIO should request an enterprise architecture review. The EA review assesses whether current IT infrastructure, applications, and processes can support the technology initiative, identifying gaps and necessary adjustments." (Approximate reference: Domain 4, Section on Enterprise Architecture and Technology Adoption)

Requesting an enterprise architecture review (option A) ensures that the CIO evaluates IT’s technical and operational readiness for wearable technology, including compatibility with existing systems, scalability, and security requirements.

Why not the other options?

B. Perform a baseline business value assessment: A value assessment focuses on benefits, not IT’s technical preparedness, which is the primary concern here.

C. Request reprioritization of the IT portfolio: Portfolio reprioritization addresses resource allocation, not the technical readiness of IT systems.

D. Identify the penalties for noncompliance: Penalties are a risk management concern, not a direct method to validate IT preparedness.

Comprehensive and Detailed Explanation:

The CGEIT Review Manual 8th Edition, in its Governance of Enterprise IT domain, emphasizes the role of the IT steering committee in aligning IT initiatives with business needs. To gain enterprise support for a significant change in customer response, the CIO should first engage the IT steering committee to secure strategic alignment, resources, and stakeholder buy-in. This ensures the change is prioritized and supported across the enterprise. The manual likely references COBIT 2019’s EDM01-Ensured Governance Framework Setting and Maintenance, which highlights the steering committee’s role in strategic decisions.

Option A: Empower IT staff is premature without strategic approval.

Option B: New policies require prior stakeholder agreement.

Option C: Training providers are a tactical step, not the first action.

Double Verification: The answer aligns with COBIT’s EDM01 and the CGEIT domain’s focus on governance structures. The steering committee is the primary ISACA mechanism for strategic change.

ISACA CGEIT Review Manual 8th Edition, Domain 1: Governance of Enterprise IT (focus on steering committee roles).

COBIT 2019, EDM01-Ensured Governance Framework Setting and Maintenance.

ISACA Glossary (for definitions of IT steering committee), available at